Information and decisions
Negotiation Advisory
Most of a negotiation happens before sitting at the table. That is where we work.
For a major contract, revised terms, a new partner or a key supplier renegotiation, the difference is rarely conversational skill. It is knowing the true cost of alternatives and how far it makes sense to go.
When support can help
Not every negotiation needs support. These often do:
- A contract or client with significant operational impact.
- Renegotiating with a supplier that is difficult to replace.
- A partner joining, leaving or changing their ownership share.
- Negotiating payment periods, guarantees or financing terms.
- An agreement with consequences lasting several years.
- A discussion where the other party is much better prepared.
- A decision where personal relationships obscure the figures.
The cost of negotiating without preparation
Unprepared negotiations can mean accepting uncalculated costs, giving up critical terms or defending secondary points. Problems emerge later as margins shrink or deadlines fail. Poorly assessed agreements are difficult to reverse without harming the relationship.
Our approach
Define what is really being negotiated
Price is often visible, while terms, volumes, exclusivity, guarantees or penalties determine the outcome.
Calculate each variable’s impact
Assess each concession’s effect on margins, cash flow and workload. Figures first, discussion second.
Set priorities and limits
Define essentials, negotiable points and when to walk away before pressure affects the decision.
Prepare scenarios
Anticipate requests for longer terms, more volume or lower prices to reduce improvisation.
Assess agreement risks
Consider operational, financial and dependency risks. An agreement the business cannot execute is not a good agreement.
Support and document
Provide support when useful and clearly record agreed terms to avoid conflicting interpretations later.
What the work may include
Scope depends on the negotiation and its importance to your business:
- Financial and operational analysis of the proposed transaction.
- Identification of the variables that determine the outcome.
- Assessment of each alternative’s impact on margins and cash flow.
- Definition of priorities, flexibility and walk-away points.
- Preparation of scenarios and anticipated responses.
- Assessment of operational, financial and dependency risks.
- Preparation of information and supporting material.
- Support during discussions when appropriate.
- Clear documentation of agreed terms.
- Review of subsequent execution against agreed terms.
What you gain in practice
- Understand each alternative’s real cost before committing.
- Priorities and limits set calmly, before pressure builds.
- Planned scenarios instead of improvised responses.
- Agreement risks identified before signing.
- Documented agreements that retain the same meaning months later.
How we deliver this service
Operational assessment
Understand how your business works.
Review and detection
Compare operations with evidence.
Action plan
Turn findings into priorities.
Support for correction
Support the team implementing changes.
Frequently asked questions
Usually not. The person holding the business relationship and decision authority should lead. We help them arrive prepared, with clear figures and assessed alternatives. When useful, we attend as technical support.
We review objectives, terms and alternatives to set priorities, assess scenarios and prepare a clear position before negotiating.
Ideally before the first formal discussion. Preparation loses value as positions are shared and flexibility narrows. Joining midway can still help organize remaining decisions.
No. Our analysis covers financial and operational impact: margins, cash flow and execution. A legal professional should review the contract, especially for significant agreements. The two reviews complement each other.
Next step
An important negotiation coming up?
The best time to prepare is before the first discussion.